The paper "Role of Strategic Alliances in Internationalization Process" is an engrossing example of coursework on business. OECD has defined cross-border alliances (also called international strategic alliances) as a form of a strategic partnership formed between two or more firms from different countries for the sole purpose of pursuing mutual interests through sharing resources and capabilities (OECD 2000, 34). The individual firms that enter into strategic alliances do not operate in direct competition but have similar products and services, which are directed towards the same target market. Cross-border alliances are inevitable in the modern business world and provide flexibility to companies.
The alliances help firms seal gaps between present and future resource requirements. Formation of strategic cross-border alliances brings competitive advantages to businesses in terms of risk reduction, increased access to new technologies, and low-cost resources. In the last few years, there has been a steady explosion of strategic alliances across industries. Some of these alliances include: In an effort to establish a leading market presence in Japan and Europe, Nasqad entered into agreements with SSI Technologies to develop an internet-based marketing system.
The joint venture led to the successful launch of Nasqad Europe and Nasqad Japan (OECD 2000, 34). The Star Alliance is the largest partnership in the air travel industry in the world. The alliance’ s reach extends to more than 130 countries and more than 800 destinations. In 2001, Coca Cola and Procter and Gamble (P& G) announced a multi-billion joint venture deal to use Coca Coal’ s extensive distribution system to market P& G’ s products and reduce distribution time (OECD 2000, 37). Technology giant Hewlett-Packard and NTT DoCoMo signed a strategic partnership deal to conduct joint research and develop programs for fourth-generation cell phones.
The partnership brought together DoCoMo’ s broadband technology and HP’ s well-established network infrastructure.
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